OFSTED 2017 ‘INADEQUATE’ CHILDREN’S SERVICES RATING

On a third inspection on May 15, Ofsted said the council was making progress in improving services for children and young people, but added that youngsters were still experiencing “drift and delay” because assessments weren’t being completed quickly enough.

The council brought in its new director of children’s services, Chris Spencer, in March this year to tackle the issues which faced the department.

In the letter, the LGA said the council has made significant gains in light of a 2017 Ofsted inspection, adding that the council has “improved leadership and practice”.

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The document said: “In 2017 Ofsted rated GCC’s children’s services as Inadequate. It has been a difficult time for the council as it responds by improving systems to keep children safe, and addressing the culture within children services which gave rise to such concerns.

“A year on, Ofsted have recognised progress, but the council knows there is still much to do. The peer team were pleased to see that GCC has sought to improve leadership and practice within the service, but also to develop a more open and transparent culture of reporting and accountability across the council as a whole.

“It is of course ‘early days’ and our advice is to stay resolutely focused on that improvement within the service but for GCC not be afraid to ‘lift its head’ and encourage a narrative which is more than just about responding to Ofsted, but also embedding sustainable improvement across the council as a whole; that is the next challenge but a real opportunity too.”

GLOUCESTERSHIRE 2050 VISION & LEADERSHIP

Vision 2050 tables ambitious plans for the future of Gloucestershire amid concerns young people will flee the county for areas like Bristol, while the number of older people staying-put will grow.

The proposals include six major projects that could radically transform the county’s reputation on the national and international stage.

They are: a third Severn Bridge, a Cotswold water-park, a super city, a cyber park, Cotswold airport, and a regional park.

Key Gloucestershire chiefs such as the leader of the county council and the six district councils, work together under ‘Leadership Gloucestershire’ to form a well-rounded, bold vision for the county.

The peer team said the council is “a very engaged and collaborative partner, often leading from the back to keep the momentum for this impressive vision”, and said that the county council should lead from the front when outcomes of the big conversation become clear.

The letter said: “The process to establish ‘Vision 2050’ is a strength, galvanising the commitment and enthusiasm of partners and residents.

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“It is stimulating a county-wide conversation around ambitions and plans intent on shaping the long-term future of Gloucestershire, including some difficult issues of prioritisation for growth. The council is a key player in this, and the governance of the collective public stakeholders through ‘Leadership Gloucestershire’ is a strong platform on which to build.

“The development of this future orientated vision is important and partners should coalesce around designing the next steps and building a plan of action which delivers the economic, social and health ambitions for the county.

“In the view of the peer team, GCC is well placed to utilise its collaborative leadership style and resources to provide the necessary drive to keep that momentum going. We encourage them to take on that role with confidence.”

SCRUTINY

The LGA said the authority could review how all members hold it to account.

The letter said one stakeholder claimed effective challenge and transparency had “stymied pre-Ofsted and we didn’t know how bad it was”.

The LGA said while at one level they found evidence of good scrutiny, such as good cross party task and finish working and the 2017/18 budget, there was a "mixed bag" in the effectiveness of scrutiny and use of data and challenge.

Members of the overview and scrutiny committee agreed on Wednesday (July 25) to lead a review into how to improve scrutiny structures and arrangements ready for the next council year, beginning May 2019.

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The report said: “GCC should look afresh at its scrutiny arrangements to ensure that members use the range of tools and techniques available to challenge and hold to account.

“Furthermore, the respective political groups and senior officers need to work through the tensions that exist and ensure clarity of understanding about access to information and officers, but also for the political arm of the council to embrace the cultural change, ambitions and practices of the council as a whole.”

Gloucestershire County Council HQ, Shire Hall

FINANCE

In the review, the peer team said the council has an “impressive track record for financial grip”.

It said: “The council is well served by its finance team and overall it has an impressive track record for financial grip. It has managed its transformation agenda well through its ‘Meeting the Challenge’ programmes. This has evolved and matured from a cost savings programme to one that is aligned strongly to the council’s future ambitions and priorities and is becoming a driving force to enable their design and delivery. The council is predominantly achieving its savings targets and is financially self-aware.

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“It recognises the implications on budget and spend for its children’s services and has made provision for this, but done so in a planned and proportionate way, with a stated ambition to stem spend in the future through effective budget management. The council’s future financial plans are predicated, in large part, on a reliance on stemming demand in key areas such as children’s services and adult social care. It would be wise to keep these plans under constant review.”

WHAT DID THE LGA TEAM RECOMMEND TO THE COUNTY COUNCIL?

GCC should review its operating model, building on its many existing strengths. It should ensure it is future proofed, therefore enabling effective delivery of its refreshed Corporate Strategy and also offers sufficient clarity of purpose and understanding.

As ‘Vision 2050’ progresses, GCC should, with its partners, review its specific leadership role and influence for its further development, ensuring the subsequent delivery of plans to underpin this.

From a strong financial base, GCC should consider how it develops a wider understanding of its longer term financial strategy, beyond its current horizon, so that all stakeholders are clear in respect of its longer term plans.

At a significant time of change GCC should seek to ensure its senior political and managerial leadership are more visibly seen by stakeholders as they fulfil their strong and effective leadership role for the county and council.

To ensure more effective and transparent challenge GCC should review the structure and impact of its Scrutiny arrangements. As part of this members should be equipped with the necessary skills and tools to enable them to best achieve this and the review should reinforce and support good, effective governance.

GCC should continue to develop its organisational culture plans, but constantly review and refine, through and with its staff and partners, so that culture becomes real and vibrant and enables the council to live its values every day.

GCC must continue to deliver the improvements in its children’s services. At the same time and from a position of strength, it should equally ensure it provides sufficient focus and resource to address some of its other key priority areas, notably adult social care and the service pressures within that area.

The LGA offer all councils the opportunity of a peer challenge every four to five years. The review gives councils the chance to learn from others in the sector.

During their time at the council the peer team spoke to more than 140 people including a range of council staff together with councillors and partners and stakeholders who work with the council.

Gloucestershire County Council , full meeting, at Shire Hall Council Chamber. Pic Simon Pizzey

The leader of the county council, Mark Hawthorne, said: “The LGA peer challenge is a vital process of checking how we are doing. Peer challenges can be tough, and elsewhere have uncovered financial weakness, or poor management - but not in Gloucestershire.

“It's a credit to the dedicated staff at the council that this report highlights the strengths we have and the improvements we are striving to deliver.

"There is still much to do, and the peer challenge highlights a number of areas we need to continue to work on.”

Jane Burns, the director of strategy and challenge at the authority, said: “We welcome the chance to learn from others in the sector. It is important from time to time to have an external perspective.

“Having been part of peer reviews myself, visiting other councils across the country, I recognise the value fresh eyes can bring. We will now go through the report in detail and develop actions we can take forward.”

Leader of the Liberal Democrats Paul Hodgkinson said: “Whilst there are things from the report which the Council should be rightly pleased about there has been no reference at all by Shire Hall bosses to the criticisms made. I’m afraid the reaction today to the report from the Conservatives is one of mutual back slapping and complacency.”

Lesley Willians, leader of the Labour Group, said: “While there are a number of positives highlighted in the report, it is clear that the peer review team have picked up on areas which opposition groups have been making noise about for quite some time.

"Scrutiny at Gloucestershire County Council is currently tired and ineffective. It needs a complete overhaul, including having opposition members as chairs.

"It’s accepted as best practice in other councils, so why aren’t we doing it here? I look forward to seeing how the findings will be implemented and how the council improves as a result.”

Leader of the Greens, Rachel Smith, said: "The report encourages the county council to ‘live it’s values’, including accountability and integrity, and I believe that there are a number of troubling high-profile issues that reflect the council’s difficulty with transparency and openness. This needs to be addressed through a scrutiny review.”